Strategic Change Management: Models, Relevance, and Value of Intervention Techniques

This presentation on Strategic Change Management covers different models of strategic change, their relevance, and value of intervention techniques. It explains the need and factors driving strategic change, and resource implications for organizations. The document type is a presentation and the type of assignment is Task 1 & 2.

STARTEGIC CHANGE
MANAGEMENT
(TASK 1 & 2)

1.1 Different models of strategic change
As it is known, there are different ways and methods to
face various challenges in functioning of a business
entity. Below provided table represent three different
models of strategic change which can be adopted by
Framlington Property:

Continued...
Basis of
difference
Kurt Lewin's change
management model
Action research
model
Kubler-Ross five
stages transition
cycle
Objective It aims to make a radical
change by minimizing
disruption of business
operations and adopting it
permanently.
The objective of this
model is to solve an
immediate problem
through research on
ongoing series of
events and actions.
The model helps to
understand
emotional
experiences of
people involved in
the organizational
or workplace
environment
change.
Different
stages
involved
This is a three step model
comprising:
Unfreeze(ready to
change),
Change(implementation),
Freeze(stick to it).
It involves following
steps: planning, fact-
finding and action to
be taken.
There are five
stages involved:
Denial, anger,
bargaining,
depression and
acceptance.

1.2 Evaluating the relevance of models of
strategic change
The above mentioned models will provide better direction in
adopting and implementing changes occurring in the
company.
Kurt Lewin's management model
This is the most significant model in strategic change
management. The three step model provides guidance on
how to acquire a change by implementing new processes and
re-phrasing and re-designing the working of the company. It
has three different stages to adopt the modification in the
environment of the business.

Continued...
Action research
Change needs to be taken as a systematic approach or process.
Through this approach the
Company is able to diagnose each and every aspect of critical
change happening in the business environment. Information
gathered through research is diagnosed in a systematic manner. It
also takes feedback of the outcomes that had occurred in the
surrounding and accordingly an action plan is planned.
Kubler-Ross five stages transition cycle
Through this model the company is able to study the personal
experiences of individuals and employees when a change takes
place. The popular acronym DABDA, helps to understand various
stages takes place during a change from denial, anger, bargaining
to depression and acceptance.

1.3 Value of strategic intervention technique
within business organization
Human resource are considered as an important asset for any
business organization and strategic intervention generally help
them to adjust their changing strategies within the business
enterprise. The value of using some important strategic
intervention techniques are discussed down under:
 Human process intervention: These interventions are helpful
during the change management project within the business
organizations. Further, this process include the involvement of
different employees who belongs from different culture.
Activities which is genuinely conducted in this are coaching,
counseling, group learning etc.

Continued...
 Human resource management interventions: These interventions
are generally helpful for Framlington Property Plc (FP) in
situation like if they are in development of new organizational
policies, when there exists low productivity, etc. This process
involves activities like staffing, evaluation of performance,
employee welfare program etc.
 Autocratic vs. Participative style: FP generally consider their
employees at the time of making crucial decisions. However, if
quick decisions are to be taken, then James Hardy take at his
own. Participative style includes the involvement of employee's
and boost the employee's morale so that they can work with best
of their efficiency and capability.

2.1 Need for strategic change within
organization
Strategic change is eventually required when current policies are not
giving the best of outcome to the business establishment. FP is
focusing on tapping Indian and China market which will be their
major strategic change as they have to set their plan and policies
according to that only. Further, reason for change can be:
Change in the market: Property market in UK was declined as
nation was passing through recession. Prices of commodity had
been raised and there were less jobs, less spending, bankruptcy
and many more. Every business venture was on declining stage.
At this time, owner James enforced some policies which led to
increase its number of clients.

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Expectations of customers: In the property market, there exists
very stiff competition and individuals tend to get attracted to the
offers which they get at an affordable price. Further, HR director
along with the owner need to change the strategies accordingly.
Change in mission and vision: If, mission of FP changes then it is
obvious that there exists different strategies to deal with. Mission
of cited firm is to set approx. 80% of their business in India and
China, so they have to make strategies and frame policies
according to that only.
By considering the case of Tesco, need for change will be clearly
understood. Tesco product Beefburger contained 29% of horse
meat and their supplier decreased their customer base. By
considering this threatening problem, urgent change was made
and they changed their supplier.

2.2 Factors driving the need for strategic
change
Shift in economy: UK economy is ever changing and
dynamic. Due to this, FP human resource director has to
constantly need to change their strategy and plan. Economy
of UK has been changed drastically after the recession in
UK.
Environment factors: Some environment factors affect the
sale of Framlington Property. These changes need to be
identified significantly and Mandy has to consider these
factors for their efficient functioning.

Continued...
Competition: There exists different competitors for
the cited firm in UK and FP has to keep up their
standard and do better than them so that they can
incur more of the revenue and corporate image.
Technological factors: Each and every field is
influenced by change in technology. Organization
has to use the latest styles and techniques in their
development process which will lead to more
growth in business.

2.3 Resource implication of organization
FP have to efficiently use their resources and if not so
then it will have a huge impact on the organization
performance and their share price along with the
profit will fall constantly. They have to use their
resources in précised manner so that they get best of
the output. Further, by purchasing more of the land
in UK, they can attract more of the client towards it
and it will significantly increase their revenue.

Continued...
Venture can also focus on:
Restructuring of HR: If FP do not respond to the changes then they
may face several problems and can also lose their activities and some
planning process. James has to restructure the HR and should make a
new bringing as organization is focusing on tapping Indian and China
market. They have to make leaders who can motivate the staff in order
to boost their morale.
Redundancies: FP will face redundancies if proper steps of changes are
not taken on crucial time. Further, it might also impact the working as
well as time management strategies.
Hiring suitable employees: HR have to interview and hire employee's
for different departments so that they can improve the organization
performance. However, recruiting and selecting is treated as time
consuming and costly process. Mentioned firm have to do it
efficiently and effectively.

References
Kocar, V. and Akgunduz, A., 2010. ADVICE: a virtual environment for
engineering change management. Computers in Industry. 61(1). pp.15-
28.
Raineri, A.B., 2011. Change management practices: Impact on perceived
change results. Journal of Business Research. 64(3). pp.266-272.
Gerth, C., 2013. Introduction. In Business Process Models. Change
Management (pp. 1-12). Springer Berlin Heidelberg.
Seddon, P.B., Calvert, C. and Yang, S., 2010. A multi-project model of key
factors affecting organizational benefits from enterprise systems. MIS
quarterly. 34(2). pp.305-328.
Pyšek, P. and Richardson, D.M., 2010. Invasive species, environmental
change and management, and health. Annual Review of Environment
and Resources. 35. pp.25-55.

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